CULTURAL INCLUSIVITY: EXPLORING DIVERSITY AS A CATALYST FOR ORGANISATIONAL GROWTH
By Mercy Oladimeji, Lecturer in Business Management, FSB Digbeth Campus
The vision behind cultural inclusivity is one where employees, regardless of their background, feel valued, included and empowered to contribute their quotas to the development of an organisation. This article attempts to analyse the relationship between cultural inclusivity and organisational growth, exploring the benefits and opportunities associated with creating an environment of inclusivity in the context of employment.
Organisations have seized this strategy for its immense benefits. Garrick et al. (2024) point out that cultural inclusivity is not just a moral obligation; instead, it is a strategic necessity in today’s globalised world that continually witnesses the rise in immigration, technological innovation, flattened corporate hierarchies and increased minority groups’ participation which have compelled organisations to rethink their values, management practices and priorities. Igboanugo et al. (2022) warn that organisations that fail to consider this risk losing optimum performance and competitiveness.
Management or organisational leaders can create an all-encompassing work environment where employees feel valued and are given equal opportunities to thrive. FSB has recognised this imperative of inclusivity through its Equality, Diversity, and Inclusion (EDI) policy (FSB, 2024). However, implementing an inclusive environment is not without challenges – and examining them is key.
The Business Case for Cultural Inclusivity
It must be pointed out that a culturally inclusive workplace goes beyond merely acknowledging diversity; it actively leverages it to enhance creativity, innovation, and overall business performance. Take the case of FSB for instance, through our EDI policy, the school ensures accessibility to all employees regardless of background or ideology (Ahl & Marlow, 2021). The policy includes practical and conscious measures in recruitment, payment, training and development, inclusive leadership training, and creating employee resource groups that cater to diverse, underrepresented groups (FSB, 2024).
But here is the catch: the success of these initiatives hinges on genuine commitment. That is, it is one thing to have policies in place; it is another to truly embrace inclusivity. D’Urso et al. (2023) warn that if underlying prejudices are not addressed, the inspiration to work together declines, and this has deleterious consequences on organisational output. For instance, cultural stereotypes like the assumptions that ‘Americans’ are confident, ‘Africans’ are hardworking, or ‘Asians’ are intelligent may pose a divisive mechanism in the place of work (see Daclan, 2022).
If your genuine intention to perform a serious job is misinterpreted as being “unnecessarily hardworking,” it can negatively affect team dynamics and overall output. This shows how perceptions of work ethic, when misunderstood, can reduce productivity and morale. The key takeaway is that true inclusivity when embraced, doesn’t just boost motivation, it transforms the organisation into one that is adaptable, efficient, and capable of higher productivity by ensuring that everyone’s efforts are respected. Thus, inclusivity creates a culture where diverse work styles thrive.
Diversity as a Catalyst for Innovation
The question here is: How does diversity impact innovation? Cultural Inclusivity in an organisation offers a wealth of perspectives and innovation, as individuals from different backgrounds bring unique insights and approaches to problem-solving (Eddington et al., 2020). However, there is a flip side. Adamson et al. (2021) write that trying to absorb everyone’s perspectives in an organisation poses a danger of watered-down ideas or decision-making paralysis. They express further that this can slow the innovation process as the need to reach an agreement may overshadow the pursuit of bold, disruptive ideas. The challenge here, then, is to strike a balance. What to do? An inclusive organisation must put in place strong leadership and a clear line of communication that will ensure that cultural Inclusivity leads to innovative outcomes.
Unlocking the Power of Diversity
To truly unlock the power of diversity, organisations need to create an inclusive culture that values and leverages diverse perspectives (Ely and Thomas, 2022). This requires actively seeking out and addressing biases, providing training and development opportunities to enhance efficiency and cultural competence, and establishing a sense of belonging among all employees (Hewlett, et al., 2020). Initiatives such as diversity training programmess, mentorship schemes, and employee resource groups are ways to create an inclusive culture (Catalyst, 2020).
Fairfield School of Business, in alignment with its inclusivity goal, ensures that equal consideration is given to qualified applicants during the recruitment process and does not discriminate unlawfully. The criterion for selection relates only to the requirements of the job, relevant qualifications, and relevant experience. FSB has promoted best practice in recruitment and selection process. It has continuously developed its recruitment and selection practices to allow innovative ideas and approaches to be incorporated.
Measuring and Evaluating Inclusivity
How do we know if cultural inclusivity is working? From time to time, appraisals must be taken to ascertain the efficiency of cultural inclusivity practices in an organisation, notably to identify areas where improvement is required. FSB, for instance, uses numerous metrics to assess its EDI success, including employee engagement surveys, diversity representation in leadership roles, and the turnover rate among minority groups. However, numbers do not always tell the whole story. Instead, interviews and focus groups are qualitative measures that may provide a deeper understanding of employees’ experience and perception of inclusivity in an organisation. Better yet, quantitative data should be mixed with qualitative data to actualise the level of inclusive culture in an organisation and how it can improve. Montenegro et al. (2022) affirm that high levels of diversity might just be a quota-driven approach, which may not necessarily translate to a genuinely inclusive culture.
Conclusion
The prospects, potentials and possibilities that come with cultural inclusivity are limitless. By creating a culture of inclusivity, as seen with FSB, organisations can expand their creative horizons, leading to definite exponential growth in innovative concepts and creativity. On the other hand, organisations that fail to prioritise inclusivity risk falling behind, not only in terms of innovation and competitiveness but also in their ability to attract and retain top talent. Moreover, in today’s socially conscious business climate, failure to demonstrate a genuine commitment to diversity and inclusion may attract legal repercussions that threaten the reputations of organisations. Thus, cultural inclusivity has gone beyond moral imperative to a business necessity that demands continuous effort and attention.
References
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